A Seat at the Table

I spend a lot of time on LinkedIn—more than I care to admit. A significant portion of that time is spent consuming content, reading articles, and engaging with posts about new product launches and industry news within the food and beverage sector.

While LinkedIn offers unique value, I often feel many of us lose sight of what sets the platform apart from other social media channels. LinkedIn isn’t just another place to scroll through pictures; it’s a platform for professional growth, networking, and meaningful exchange.

Time after time, however, I find I run into the same general interactions over and over again…

One of the most common interactions I see is someone posting a photo of a dish they’ve made or eaten, with little context, followed by a flood of comments saying, “Good job!” or “That looks delicious.” While positive, these posts and these comments offer little substance. It’s the equivalent of standing in a long public line just to give each other a high five. Congratulations on your schnitzel—but what’s next?

Another frequent scenario involves someone sharing news or sparking discussion around broader topics in the foodservice space, particularly QSR. Almost predictably, a chef responds with the generic, “Fast food is bad.” This kind of commentary falls flat—it lacks context, depth, comprehension of the topic, or actionable insights on why they feel this way or how they would propose improving dining culture at scale. Essentially, it adds nothing to the conversation at hand, just a “BOO!” in a crowded audience.

LinkedIn should be a space for showcasing your ability to drive change, offering insights, collaborating, and providing critical thought. This isn’t Instagram or Facebook, where minimal interaction is the norm and troll comments garner likes out of novelty. LinkedIn is a place for discourse, development, and professional evolution.

Historically, chefs haven’t always articulated their thoughts well or provided context for their opinions, and as a result, they’re often left out of high-level conversations. Despite setting the tables, chefs rarely get a seat at them.

My ask is simple: refine your voice and speak up. If you’re sharing something you’ve created, go beyond the picture— drive conversation, share the inspiration, the history, the context, the value, and what made the experience meaningful. If you disagree with something, explain why. Offer your vision for what needs to change. Move beyond “fast food bad” and contribute something substantive.

Chefs are the backbone of dining, but the more I observe, the clearer it becomes why we’re often sidelined in crucial high-level discussions. There’s a lack of depth, collaboration, a tendency to stick to the status quo, and a reluctance to challenge the notion that chefs have valuable insights to offer. We need to change this narrative. We are arbiters of flavor, the conduits for change, creativity, and deep experiential dining.

Be an agent of change. Be a thought leader. Provide encouragement as well as insight. Let your voice drive your value, and let your food reinforce it. As chefs, we need to do better. We should look to our peers in other industries who uplift, advocate, and push their fields forward.

“Good job” and “ew, no thanks” aren’t enough. The American diners we serve and the organizations we represent deserve more.